LBNL Facilities Division

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LBNL Facilities Division Lean Kaizen Report
Out Metrics Team Team Leader Oscar Aguayo
(HR) Scribes John Kpaka (FA Ops) Heather Pinto
(FA Resources) Team Members Jim Dahlgard (FA
Resources) Chris Peach (IT) April 23, 2010
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Background

• Lean Training
• Kaizen teams formed
• Metrics Kaizen Team charged with creating
  Facilities Division metrics
• One year process not easy needs time

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Problem Description

• Facilities Division does not have clear or
  consistent performance metrics
• If you cant measure, you cant manage

Objectives/Goals

• Analyze Facilities Department Metrics
• Propose final Facilities Division Metrics
• Standardize, Implement, and Sustain Facilities
  Division Metrics

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Analysis/Current Conditions

• Preliminary Scorecard developed for use by all
  Departments
• Scorecard geared for measurements at Department
  level or lower
• Need for Dashboard that is more customer focused

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How far would you drive without your gauges?
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(No Transcript)
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Proposed Metrics
Customer
Lead Time
On Time
Quality
Up Time
Customer Survey
Labor Cost per Work Order
Resources
Total Recordable Case Rate
Inventory
Turnover
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Resources Turnover

• Division wide
• All terminations (voluntary and involuntary), etc.

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Resources Total Recordable Case Rate

• Division wide
• Frequency of injury per 100 employees
• Drill down by
• Severity Indicator (e.g. avg. 400k/yr on
  injuries)
• Days Away Restricted Time

Benchmark
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Resources Inventory Turns

• Stores inventory only
• Turn ratio
• Annualized issues
• Inventory value

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Resources Inventory Drill Down by Inventory
Value

• Cash tied up in Stores inventory

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Resources Labor Costs per Work Order

• Operations only
• Closed projects
• Average cost of labor(including overtime)per
  work order
• Labor cost CMPM
• Total count of CMPM

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Quality Customer Survey

• Covers all work orders that produce a customer
  satisfaction survey
• Average for all ratings

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Quality Up Time

• Measures up time for all building systems,
  including mission critical, building critical,
  and customer impact (e.g. water, elevators)
• Not currently being tracked

Sample
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Customer Lead Time

• CMs only
• Time from customer request to work complete

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Customer Lead Time Drill Down by Supervisor

• Closer look for root cause analysis

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Customer On-Time

• Covers all work orders
• actual work complete on or before estimated
  completion date
• Based on estimated dates in Maximo OR
• Based on SLA agreement (e.g. Transportation 4
  days)
• Much of this is not currently tracked
• Need scheduling system for this

Sample
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Metrics and Performance Management
Performance Agreement Meeting
Annual Performance Appraisal
Metrics
Monitor Performance
Regular Feedback Meetings
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Path Forward